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INTRODUCTION TO INTRODUCTION TOHUMAN RESOURCE HUMAN RESOURCE

MANAGEMENT MANAGEMENT

JIGNESH TRIVEDI (SPCAM)

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What is Hum an Resource M anag eme nt? Human resource (HR) management

refers to the pr a ctices and policies o ne nee ds to c a rryou t to de a l with the perso nn el a spec ts of themanag eme nt job

Human resource management (HRM) is the effectivemanagement of people at work

The goa l: m ak e wor kers more s at isfie d and pro duc tiveWh e n an or gan izat ion is co ncer ne d a bou t people, i tstota l philosop hy, cul ture, and orie ntat ion reflec t it

E very manager must be concerned with people ,whe ther or not there is a hum an resources dep a r tme nt


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Scope of HRM

JIGNES H TR IVEDI (SPCA M)

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Importance of HRM

attract and re ta in ta lent

train people for c ha lleng ing roles

develop s kills and compe te ncies

p r omo t e te a m spiri t

develop loya lty and commi tme nt

incr e as e pro duc tivity and profi ts

i mp r ove job s at isf a ction

e nhanc e s tanda r d of livingg e n e rat e employme nt oppor tunities

Goo d HR Pr a ctices help


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Imag e and Qu a lity of HR/Perso nn el M anag er

Fa ir ness and firmness

Ta ct and resourceful ness

Symp ath y and co nsider at ion

Knowle dg e of l a bor and other terms

Bro ad soci a l ou tloo k

Oth ers and Acad emic qu a lificat ions


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Fu nctions of HRM

Plann ing

Or gan izing

Direc ting

Co ntrolling

Operative Functions

P/ HRM

Managerialfunctions:

P rocurement

Job A na lysis

HR pl ann ing

Recrui tme nt

Selec tion

Pla ceme nt

Ind uc tion

Inter na lmobili ty

D evelopment:

Tr a ining

Execu tivedevelopme nt

Ca reer plann ing

Successio n

plann ingHum an resourcesdevelopme nt s tr at e gies

Motivation andC ompensation:

Job desi gn

Wor k sc he duling

Motivat ion

Job ev a luat ion

Perform an ce and po te ntia la ppr a isa l

Compe ns at ion ad ministr at ion

Ince ntivesbe nefits andservices

Maintenance:

He a lth

S a fety

Welf a re

Soci a l securi ty

Integration:

Griev an cesDiscipli ne

Te a ms and te a mwor k

Collec tiveba r ga ining

P a r ticipat ion

Empowerme nt

Tr ad e u nions

Employersassoci at ions

Ind us tria lrelat ions

E mergingIssues:

Perso nnelrecor ds

Perso nnelaudit

Perso nnelrese a rch

HRaccou nting

HRIS

Job s tress

Mentoring

Inter nat iona lHRM


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HRM a s a ce nt r a l subsys tem i n an

or gan izat ionProduct

Subsystem

HR S ubsystemP rocurement

TrainingC ompensation

A ppraisalRewards

Ma rketingSubsystem

FinanceS ubsystem

TechnicalS ubsystem


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A Brief His tory of HRM

HRM can be traced to E ngland, where craftspeopleorganized guilds

They use d unity to improve wor king co nd itionsThe Industrial Revolution in the 18th century laid the

basis for a new, complex industrial societyChang ing wor k co nd itions, soci a l patt er ns, and la bor cre at e d a ga p be twee n wor kers and ow ners

D uring the world wars era, scientific management,welfare work, and industrial psychology merged


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Frederick W. Taylor, the father of scientificmanagement, summarized scientific management as:

Scie nceHa rmo ny

Cooper at ionMa ximum ou tpu t

I ndustrial psychology, initiated in 1913, focused on:The wor ker

Ind ividua l differe ncesThe m a ximum well bei ng of the wor ker


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P ersonnel departments were created to deal with:Dr a s tic c hang es i n tec hn olo gyOr gan izat iona l grow thThe rise of u nions

Gover nme nt interve ntion co ncer ning wor king people

A round the 1920s, more organizationsnoticed and acted on employee-management conflict


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The Hawthorne studies (1924 to 1933):Were to de termi ne the effec ts of illuminat ion on wor kers and their ou tpu tRath er, i t poi nte d ou t the impor tan ce of

soci a l inter a ction on ou tpu t and s at isf a ctionU ntil the 1960s, the personnel function was concernedonly with blue-collar employees

File cler k, house- keeper, soci a l wor ker, firefi ght er, and

union trouble defuser


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Evolu tion of the Perso nn el Fu nction

C oncept What is it all about?

The Commo dityco ncep t

Labour w a s re ga r de d a s a commo dity to be bou ght and sol d.Wag es were b a se d on d em and and supply . Gover nme nt d idvery li ttle to pro tec t wor kers .

The F a ctor of Pro duc tion co ncep t

Labour is li ke an y o ther f a ctor of pro duc tion, viz, mo ney,mat eri a ls, l and , e tc. Wor kers a re like m a chine tools .

The Goo dwill co ncep t Welf a re me a sures li ke s a fe ty, firs t a id , lu nch room, res t room willha ve a posi tive imp a ct on wor kers pro duc tivity

The P at er na listicco ncep t/ P at er na lism

Manag eme nt mus t a ssume a f ath erly and pro tec tive att itudetowa r ds employees . P at er na lism does not me an merelyprovi ding be nefits bu t it me an s s at isfying va rious nee ds of theemployees a s p a re nts mee t the requireme nts of the c hildre n.

C ontJIGNESH TRIVEDI (SPCAM)

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The Hum an ita rian co ncep t

To improve pro duc tivity, p hysic a l, soci a l and psyc holo gica lnee ds of wor kers mus t be me t. As M a yo and others s tat e d,mo ney is less a f a ctor in d e termi ning ou tpu t, than g roups tanda r ds, group i nce nt ives and securi ty. The or gan izat ion is asoci a l sys tem that ha s bo th eco nomic and soci a l dime nsio ns .

The Hum an Resourceco ncep t

Employees a re the mos t va lua ble a sse ts of an or gan izat ion.There s houl d be a co nscious effor t to re a lize or gan izat iona l goa lsby s at isfying n ee ds and a spir at ions of employees .

The Emer ging co ncep t Employees s houl d be a ccep te d a s p a r tners i n th e pro gress of acomp an y. They s houl d ha ve a feeli ng that th e or gan izat ion istheir ow n. To this e nd , m anag ers mus t offer be tter qu a lity of wor king life and offer oppor tun ities to people to exploi t their po te nt ia l fully. The focus s houl d be o n Hum an ResourceDevelopme nt.

Evolu tion of the Perso nn el Fu nction


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P ersonnel Function in India;

Changing ScenarioP eriod E mphasis S tatus Roles1920 3 0 Welf a re m anag eme nt Cleric a l Welf a re

P at er na listic pr a ctices ad minis tr at or

1990 s I ncreme nta l pro duc tivity Pro a ctive, Developer onwa r ds ga ins throu gh hum an g row th-orie nte d Cou nsellor

a sse ts Co a chMe ntor Problem solver

1940 6 0 Exp and ing the role to cover A dminis tr at ive Appr a iser Labour, Welf a re, I nd us tria l Advisor

Rel at ions and Perso nn el Me diat or Adminis tr at ion Le ga l ad visor Fire fi ght ing

1970 8 0 Efficie ncy, effec tive ness Developme nta l Chang e ag e ntdime nsio ns add e d Inte gr at or Emp ha sis o n hum an Tr a iner va lues, a spir at ions, E duc at or


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Objec tives of HRM


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Objec tives of the HRM Fu nction

HRM contributions to organizational effectiveness:Helpi ng the or gan izat ion re a ch its goa lsEmployi ng wor kforce s kills and a bilities efficie nt lyIncre a sing job s at isf a ction, self- a ctua lizat ion, and

qu a lity of wor k lifeCommu nicat ing HRM policies to a ll employeesMa inta ining e thica l policies and soci a lly respo nsiblebe ha vior

Manag ing chang e to the mu tua l ad vantag e of ind ividua ls, groups, the e nterprise, and the public


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Increasing employees job satisfaction and self-actualization

Employees mus t feel that the job is ri ght for their a bilities and that they a re bei ng tre at e d equi ta bly

S at isfie d employees a re not aut

omatica

lly morepro duc tive

However, u ns at isfie d employees te nd to be a bse nt and qui t more of te n and pro duce lower-qu a lity wor k

Bo th s at isfie d and diss at isfie d employees c an performequ a lly in qu ant itat ive terms


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Q uality of work life ( Q WL) is a general concept thatrefers to several aspects of the job, including:

Manag eme nt and supervisory s tyleFree dom and a utonomy to m ak e decisio ns o n the job

S at isf a ctory p hysic a l surrou nd ing sJob s a fe tyS at isf a ctory wor king hoursMe an ing ful ta s ks

The job and work environment should be structured tomeet as many workers needs as possible


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C ommunicating HRM policies toall employees:

HRM policies, pro gr a ms, and proce dures mus t becommu nicat e d fully and effec tively

They mus t be represe nte d to ou tsidersTop-level m anag ers mus t und ers tand what HRM c an offer


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Maintaining ethical policies and socially responsiblebehavior:

HRM m anag ers mus t s how by ex a mple that HRMa ctivities a re f a ir, tru thful, and honor a ble

People mus t not be discrimi nat e d aga ins tTheir b a sic ri ght s mus t be pro tec te d

These principles should apply to all activities in theHRM area


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Managing increased urgency and faster cycle times:Firms a re pl a cing a growi ng emp ha sis o n:

Incre a sing cus tomer service

Developi ng new pro duc ts and servicesTr a ining and e duc at ing tec hn ician s, m anag ers,and decisio n mak ers

S horter cycle times mean less time to:

Tr a in, e duc at e, and a ssi gn manag ersRecrui t and selec t ta lente d peopleImprove the firms im ag e

Learning provides a framework for decreasing

cycle timeJIGNESH TRIVEDI (SPCAM)

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HRMs Pl a ce i n Manag eme nt

The HR department must be a proactive, integral partof management and strategic planning

Ascer ta in specific or gan izat iona l nee ds for theuse of i ts compe te nce

Ev a luat e the use and s at isf a ction a mo ng other dep a r tme ntsEduc at e m anag eme nt and employees a bou t thea va ila bility and use of HRM services

HRM strategic plans must build on the firm's strengths


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